The Inclusion Learning Loop™ diversity conversation starters are discussion prompts that enable leaders and managers to drive conversation around business related diversity and inclusion topics.

The Overcoming Bias Discussion guide is a full agenda for conducting a meeting around unconscious bias. The tool is designed to help individuals recognize situations where bias may have impacted their career progress.

October is nationally recognized as Diversity Month. Some may ask why we need a month dedicated to diversity at all, while others may argue that diversity should be a priority all year long. While I am in the camp with those who believe diversity should be celebrated each and every month, I have to endorse an entire month dedicated to diversity for several reasons.

Heritage monthcelebrations provide an opportunity to step away from the “business” of diversity and truly celebrate the beauty and excitement that emerges when we learn and embrace new cultures. Heritage month celebrations allow us to experience the best of other cultures. To deepen our understanding of how and why people pray, eat, relate and think.

Heritage month celebrations provide an opportunity to step away from the “business” of diversity and truly celebrate the beauty and excitement that emerges when we learn and embrace new cultures. Heritage month celebrations allow us to experience the best of other cultures. To deepen our understanding of how and why people pray, eat, relate and think.

It was in 1989 that Peggy McIntosh published White Privilege: Unpacking the Invisible Knapsack. This was a revolutionary step in acknowledging the fact that privilege exists and results in associated societal and workplace advantages. It is important to note that privilege, while offering unfair advantage to some, is not about any one individual. It is not the fault of any one person – it is what you do about and with that privilege that personalizes the issue.

As a way to elevate development opportunities consider linking ERG engagement to employees individual development plans. An employee resource group can be an excellent resource for active and engaged members to stretch themselves by taking on projects or programs.

With no governance model in place ERGs can flounder focusing much of their efforts on social events. With too much structure ERGs can feel micromanaged and uninspired resulting in a lack of engagement and accountability. Finding that balance can be difficult but a few simple guidelines can help you through this process.

For organizations seeking to create inclusive work cultures that value the unique knowledge, perspectives and viewpoints of all generations, deep knowledge and understanding of the generations is key. As with any dimension of diversity, a one-size-fits-all mentality is seldom effective.

It has been well over a decade now that organizations have been talking about and planning for the fact that the workforce is comprised of four generations. This has incredible workplace implications as generations defined by a different set values, communication styles and views on work try to create one fulfilling and productive work environment. 

Our entire business is built on the concept that diversity leads to competitive advantage. This is true of all dimensions of diversity including generational diversity. Each generation brings to the workforce a different set of strengths and ideas.

We need to put this debate to bed and quite frankly totally reframe the question from “can women have it all? ” to “what do I want and what can I have?” Everyone needs to ask himself or herself that question. Whether you are a man, woman, working mother, stay-at-home father or single career- minded individual.

The Religion in the workplace Toolkit provides some useful information on how to create an inclusive work environment specifically as it relates to religion.

The Inclusion Learning Loop™ Inclusive Meeting Guidelines is a set of tips and techniques for running effective and productive meetings designed to include the voice and perspective of all participants.

This workbook was written for both individual contributors and members of management teams. You can use this workbook both individually and with a group to develop a deeper understanding of the filters through which you view and interpret yourself and others, identify patterns in your own ways of evaluating, assessing, and working with other people, to begin a dialogue for reflection of organizational values and norms, where those values and norms come from, and how they impact the quality of your business and talent management.

The New Information Drives New Ideas innovation exercise is designed to train individuals and groups to think differently and apply this process to solve real business challenges and uncover new and exciting opportunities.

The Innovation at the Intersection exercise is designed to help managers and their teams apply diverse perspectives to business challenges and opportunities.

What does it really mean to innovate? And how, as leaders, can we foster a culture and environment that truly drives innovation in our work teams and places of business?  This article provides tips to driving innovation within your teams.

Today, immigration, the use of technology and ease of travel have made globalization everyone’s business, whether you work in a neighborhood gift shop or a Fortune 100 company.  It is a worthy task to invest some time and energy in developing a conceptual knowledge of cultural perspectives and global issues.  While this can seem an overwhelming task there are some simple steps and valuable resources that can help you on your journey.

Inclusive leadership has become the current buzzword in diversity and inclusion work – but what exactly do we mean by inclusive leadership? Is leading inclusively a wholly different concept than “regular ” leadership? This article explores the idea of what it means to be an inclusive leader, arguing that the key is a strategic and deliberate shift in mindset.

The transition to becoming an inclusive leader is more complex than simply saying that you believe in inclusive leadership. It requires a shift in mindset and a commitment to alter individual behavior. Although this takes time, learning, and dedication, there are steps that can help guide you in this process.

Strategic networking is essential for personal growth, business development and knowledge exchange. Taking a strategic approach to building your network helps uncover and leverage new opportunities for yourself and your organization.

This tool provides a framework for diversity and inclusion practitioners to use in creating their own D&I strategic plans

Planning for the futurecan be an extremely daunting process. A lot rides on your strategic plan –it defines your goals and more importantly how you plan to achieve those goals. Done right,your strategic plan can be the key to forward motion and success.

When crafting your diversity and inclusion strategic plan it is important to keep one very important question top of mind –“What’s my Line?” A well-crafted diversity and inclusion strategy has the opportunity to impact the business in three key areas–Pipeline -Bottom Line-Top Line.

The toolkit is designed for the head of the diversity council or the council member who is responsible for leading council meetings. These materials can be used as is or can be customized to meet the needs of your diversity council meeting. Consider using the entire toolkit as a meeting material workbook or select individual exercises as handouts.

The Diversity Council Sample Meeting Agenda provides a comprehensive meeting agenda for assessing the success of your council initiatives and determining future plans moving forward. You can use the agenda in its entirety or select only the agenda items that are relevant for your meeting objectives.

The structure, role and responsibility of councils vary among organizations but regardless of how your D&I council is structured, there are some key tips that will help ensure the success and effectiveness of your council.

An effective council sends a strong message about the importance of D&I to the organization and is a visible sign to the organization that senior leadership is sincere about its commitment to diversity success. This article clearly outlines both the role the diversity council as a whole plays and the individual responsibilities of members.

This toolkit contains disability factoids, a quiz, and dos and dont’s that can be shared with employees in your organization.